]]>
While preparing to sell their businesses to interested buyers, owners of smaller to lower mid-market manufacturing and distribution companies will sometimes ask whether they should consider automating much of their operations and/or upgrading labor-intensive processes with robots that can sharply improve efficiency and productivity. Our typical answer: maybe, yes]]>https://blog.thusat.com/automation-robotization-prior-to-selling-your-business/5a84591e83eac10018e2d398Wed, 31 May 2017 21:45:20 GMT
While preparing to sell their businesses to interested buyers, owners of smaller to lower mid-market manufacturing and distribution companies will sometimes ask whether they should consider automating much of their operations and/or upgrading labor-intensive processes with robots that can sharply improve efficiency and productivity. Our typical answer: maybe, yes -- but most likely, no. You should definitely consult with your accountants and your financial advisors to determine:

How much will it cost you to automate or upgrade?

When will the new improvements begin to make a positive impact on financial results?

What will these capital expenditures do, in dollar terms, to the enterprise value of your business at the time it becomes acquired by the new owner(s)?

As savvy potential buyers look at your financials for the previous 3-5 years, and also as they attempt to calculate your company’s financial forecasts for the years ahead, they will start with the EBITDA numbers and then subtract dollar amounts equal to their best estimate of required future capital expenditures for your business. Naturally, anything that significantly boosts your EBITDA will produce a dramatically increased enterprise value as well.

No matter what you and your financial advisors may decide about possibly making capex improvements prior to selling your business, when it comes to turning expenses into earnings -- you’ll discover that we can help, and perhaps in a very big way.

If you would like to explore partnering with us on gainsharing basis (which means no upfront fees, no retainers, only a success fee paid out of the dollars we save for you), reach out and engage with our expense2earnings, LLC experts Richard Montellano or Peter Thusat.

]]>Rather than contributing our opinion to the current debate about whether or not it makes economic sense to raise the minimum wage to $15 an hour, let’s assume that the protagonists will ultimately win this legislative battle and get their way. As an owner of a smaller to mid-sized]]>https://blog.thusat.com/15-minimum-wage-a-competitive-advantage/5a84591e83eac10018e2d396Tue, 16 May 2017 21:53:07 GMTRather than contributing our opinion to the current debate about whether or not it makes economic sense to raise the minimum wage to $15 an hour, let’s assume that the protagonists will ultimately win this legislative battle and get their way. As an owner of a smaller to mid-sized manufacturing or distribution company, how will you respond?

You could lay off workers or cut back on their hours. You could do a number of things that may initially seem frugal but that end up crippling your bottom line. Heck, you could even close up shop and go out of business altogether. However, we suggest that you take all those productivity-slaying options off the table.

Rather, you could deal with this government-mandated employee wage increase in a systematic manner that actually:

reduces your expenditures

significantly boosts your earnings

dramatically increases the enterprise value of your business

gives you hard-to-ignore marketplace advantages over your competitors

If you so desire, you may decide to add another shift and maximize your throughput -- or you may gain the ability to lower your prices while still remaining profitable.

The $15 minimum wage requirement can provide a timely opportunity to turn expenses into earnings, and we mean it. If you would like to explore partnering with us on gainsharing basis (which means no upfront fees, no retainers, only a success fee paid out of the dollars we save for you), reach out and engage with our expense2earnings, LLC experts Richard Montellano or Peter Thusat.

]]>

Richard Montellano and Peter Thusat have combined their collective experience as supply chain experts, business operators and competitive intelligence professionals to provide enterprise value optimization for owners of SMB manufacturing and distribution companies with $5 million to $50+ million in annual sales.

For Owners of SMB Manufacturing and/or Distribution

Richard Montellano and Peter Thusat have combined their collective experience as supply chain experts, business operators and competitive intelligence professionals to provide enterprise value optimization for owners of SMB manufacturing and distribution companies with $5 million to $50+ million in annual sales.

For Owners of SMB Manufacturing and/or Distribution Companies

Achieve much higher Enterprise Values.

Generate substantial bottom-line increases in Total Returns.

For Private Equity Groups

We at expense2earnings™ intend to also collaborate productively with select investment bankers, M&A advisors, exit planners, wealth managers, business appraisers, commercial bankers, CPAs, consultants and others who have developed well-deserved positions of trust with the owners and operators of SMB manufacturing and/or distribution companies.

If you would like more information about expense2earnings™ or related opportunities, please feel free to contact our Founders & Managing Partners: Richard Montellano and Peter Thusat.

]]>Soneera's MemFreeNF™ (Membrane-Free Nano Filtration) is an industrial-scale solution that can remove a wider array of pollutants than any other single water treatment system.

Soneera's MemFreeNF™ (Membrane-Free Nano Filtration) is an industrial-scale solution that can remove a wider array of pollutants than any other single water treatment system.

MemFreeNF™ continuous-flow electroflocculation – developed by inventor Dr. Vivian Robinson – uses active electrode plate sets to generate metal ions at the anode and small gas bubbles at the cathode. Metal ions capture the pollutants, and gas bubbles float them to the surface – from where they are easily removed. A proprietary electronics control system automatically delivers the correct water treatment dose rate under all conditions, once the correct dose has been set into the system.

Unmatched high-flow efficiency means that the system loses less than 5% of the initial volume of any type of polluted water during the treatment process, making more than 95% of the water available to use again. MemFreeNF™ requires less power and has a smaller footprint than most industrial treatment systems on the market. It supports remote monitoring/adjustment via Internet.

Soneera's technology is unique and is the only system on the market that can treat all types of waste water in all relevant industrial sectors, including:

municipal water supply

sewage treatment

agriculture

mining

oil & gas

pollution/environmental cleanup applications.

Before the start of a MemFreeNF™ field trial at the Sundt Power Plant in Tucson, the plant's head engineer said, “Good luck. We've had 29 different technologies in here trying to treat our blow down water, and all have failed.” None of those other 29 systems could reduce silica levels in the cooling tower water down to the required 40 ppm. MemFreeNF™ successfully reduced the silica content down to less than 10 ppm. Soneera proved its unique system could save the power plant 60% on its chemical spend and also allow the plant to return the treated water back into the cooling towers.

MemFreeNF™ treated oil and petroleum in stagnant water with algae – reducing total suspended solids (TSS) from 740 ppm to 9 ppm in a single pass in less than 50 minutes.

It treated raw sewage at a major city treatment facility to potable water in less than one hour – delivering results that exceeded those from the municipal treatment facility's usual 10-day process.

It treated raw, unscreened sewage from a commercial camp's restaurant, function centre, toilets and kitchens to drinking water clarity with absolutely no odor.

MemFreeNF™ does not take salt from water (desalinate) but can be used very advantageously to pre-treat water before desalination.

Frequently Asked Questions (FAQ):

Treating polluted water by means of electrical technology is not new, is it?

This is correct if you use the term “electrolysis” and correct also if you use the term “electrocoagulation”.

Electrolysis has been around for more than 200 years (since 1789) and was first used commercially in 1888.

Electrocoagulation is a process for dropping the waste material to the bottom of the treated water.
Electrocoagulation typically generates large volumes of sludge with high bound water content that can be slow to filter and difficult to dewater. These treatment processes also tend to increase the total dissolved solids (TDS) content of the effluent, making it unacceptable for reuse within industrial applications.

Soneera employs superior “continuous-flow electroflocculation”.

Electroflocculation is quite a bit newer. In layman's terms: it floats approximately 95% of all pollutants to the surface and drops approximately 5% (especially the heavier molecules) of the pollutants to the bottom of the water. Dr Vivian Robinson – the inventor of Soneera's MemFreeNF™ system – has written the official paper on Electroflocculation for the Encyclopedia of Applied Electrochemistry.

Some electroflocculation and electrocoagulation systems are “batch” processes that treat a certain amount of waste water at any one time in a container. The real problem with batch systems is the electrodes tend to clog and typically have to be cleaned after every treatment process. Power usage in batch systems is also very high and costly, whereas power usage in Soneera's system is very low – typically 0.03 to 0.07Kwh/m3 – depending on pollutant loadings.

MemFreeNF™ is a continuous-flow electroflocculation system that can treat upwards of 100,000 gallons per day to 200,000+ gallons per day depending on the type of waste water treated. This “continuous-flow” capability is one of the inventor's key patents.

Soneera's treatment system uses a patent-pending mechanism to “skim” the floated waste solids from the surface of the water while all the cleaned water continues to flow smoothly through each chamber in the container.

MemFreeNF™ removes suspended solids and renders the dissolved molecules inert and insoluble. This makes the leftover substance well-suited (after drying it) for stabilized landfill, etc. Depending on the actual water treated, the residual material may potentially be used as fertilizer or in other commercial applications.

By adding Chlorine and a UV system at the end of the process, MemFreeNF™ can treat raw sewage to potable drinking water standards.

MemFreeNF™ employs a combination of iron and aluminum electrodes with a power source controlled by proprietary software developed in-house by Dr. Robinson and his engineers. This software (The Brain) controls the amount of electricity going to the electrodes during the continuous flow of water. Soneera has strong protocols in place to prevent hacking, reverse engineering or unauthorized copying of the software.

Who is Soneera's primary competitor, and how does its solution compare?

Soneera's main competitor, Halliburton, claims to also have a “continuous-flow electroflocculation” solution with its CleanWave™ system.

The CleanWave™ system is actually several separate off-the-shelf technologies coupled into one large system comprised of three to four 40-ft. containers. Halliburton advertises its cost to treat polluted water at approximately 4 cents per gallon or $1.52 per barrel.

Soneera's MemFreeNF™ can treat polluted water for less than a penny per gallon or $0.42 per barrel – although Soneera usually quotes at 1.5 cents to 3 cents per gallon.

]]>What would happen if you starting thinking of your vendors, your suppliers, your service providers, your investors and even your government entities/agencies as important contributors to your organization's unique competitive advantage? Rather than confronting them periodically and bullying or cajoling them to take less of your money, you'd ask]]>https://blog.thusat.com/faster-smarter-partner-minded-growth/5a84591e83eac10018e2d38fTue, 10 Feb 2015 18:22:35 GMTWhat would happen if you starting thinking of your vendors, your suppliers, your service providers, your investors and even your government entities/agencies as important contributors to your organization's unique competitive advantage? Rather than confronting them periodically and bullying or cajoling them to take less of your money, you'd ask them all to help you not merely reduce your average total costs but to measurably increase both your top-line and bottom-line results. In return, you'd also help them to reduce their average total costs and to measurably increase both their top-line and bottom-line results.

As you begin to develop closer relationships with collaborators both inside and outside the core organization, it becomes ever more obvious that finding better ways to sustainably work together will require much greater ongoing emphasis on mutual profitability and sharing of risks, resources, data, ideas and expertise.

Your extended enterprise competes against other extended enterprises.

The "core competencies" of each extended enterprise remain central to successfully achieving its primary mission, but you can make a strong case for procuring just about everything else from highly-trusted individuals/companies whose own "core competencies" enable them to best handle those particular functions and specialized activities.

Your entire supply chain and the individuals/companies that support your core enterprise must strive as one extended enterprise to collaboratively increase profits, gain market share and outperform not only your own direct competitors but also your competitors' supply chains and the supporting members of their extended enterprises.

Does it really matter from whom you buy and to whom you sell?

Unless your suppliers and your clients/customers proactively assist you in co-developing breakthrough innovations and in responding quickly to new opportunities with profitable first-to-market solutions, you should immediately seek to establish more productive relationships with different suppliers and different clients/customers.

You have to know -- better than anyone else -- your organization's core competencies and how they support the mission-critial activities of your clients/customers.

Similar to the manner in which you recruit and nurture your employees, you need to recruit and nurture the best-available members (including both suppliers and clients/customers) of your extended enterprise.

A competitive/collaborative intelligence advisory firm can offer some valuable assistance in helping you strategically align your own procurement-related functions, activities and relationships into partner-minded growth initiatives that not only reduce your average total costs but also measurably increase both your top-line and bottom-line results.

If you'd like to further explore BPO/co-branding and what it could mean for you and your organization, email peter@thusat.com or call Safos & Thusat, LLC at +1 216 264 9610.

]]>Perhaps you want to replicate an existing profitable operation in one or more different locations. Maybe you'd like to double your annual sales this year and then double them again the following year. Whether you plan to pursue aggressive growth via carefully-chosen channel partners or whether you intend to attain]]>https://blog.thusat.com/lather-rinse-repeat/5a84591e83eac10018e2d38dWed, 28 May 2014 20:38:30 GMTPerhaps you want to replicate an existing profitable operation in one or more different locations. Maybe you'd like to double your annual sales this year and then double them again the following year. Whether you plan to pursue aggressive growth via carefully-chosen channel partners or whether you intend to attain impressive numbers organically by marshaling only in-house executives, managers and employees -- it helps considerably to keep in mind the three-step instructions/directions below.

1. List all the heuristically essential resources. This involves clear documentation of the persons, places and things required for success according to proven experience. Without making theoretical assumptions or relying on idealized "wishful thinking" -- simply enumerate necessary materials, tools and processes.

A standard operating procedures (SOP) manual precisely defines who does what and the officially-approved manner in which they should do it. Job descriptions include important inputs and outputs, specific scopes of authority, reporting relationships (who reports to whom), key performance goals, critical timelines and the formal methodology used for regularly monitoring measured results.

2. Reduce individually non-strategic expenses. Some line items in a budget uncompromisingly call for the very highest quality and the most expensive prices. Others do not. Knowing where and how to properly cut back can allow an easy transformation of excess costs into significantly improved cash flow.

Financial literacy throughout an organization can become a serious competitive advantage, as it empowers team members to connect their own functional roles to the "big-picture" issues that directly impact profitability, liquidity, turnover activity and reliance on debt. Open-book management creates an "owner" mindset faster and better than any other organization-wide practice.

3. Review every profit-enhancing activity thoroughly. When it comes to growing and optimizing multiple profit centers in an organization, familiarity shouldn't breed contempt. Rather, strong understanding of what outsiders may consider the 'boring details' will often reveal profitable new ways to pursue hidden opportunities.

Finding and nurturing additional revenue streams won't usually happen by mistake. However, if unexpected developments suddenly occur to enable entirely novel or potentially innovative approaches for marketing combined sets of products and services -- it can pay handsomely to have deployment-ready capabilities in place to capitalize on the situation. Profit-center expertise consistently yields ever-greater earnings.

]]>Levy Economics Institute of Bard College's Working Paper No. 778, Modern Money Theory 101: A Reply to Critics, explores several interesting institutional and theoretical insights provided by Modern Money Theory (MMT) -- such as the balance sheet implications of Treasury and central bank operations:

"Monetarily sovereign governments have a very flexible policy space that is unencumbered by hard financial constraints."

"Monetarily sovereign governments (those that issue their own currency) are always solvent and can afford to buy anything for sale in their domestic unit of account even though they may face inflationary and political constraints."

**Simplified Balance Sheet of a Consolidated Government**

Treasury spending always involves monetary creation as private bank accounts are credited, while taxation involves monetary destruction as bank accounts are debited. The question becomes how the Treasury acquired the deposits it has in its account at the central bank. In the current institutional framework, the apparent answer is through taxation and bond offerings. While usually economists stop here, MMT goes one step further and wonders where the receipts of taxation and bond purchases came from; the answer is from the central bank. This must be the case because taxes and bond offerings drain CB currency so the central bank had to provide the funds (as it is the only source). The logical conclusion is then that CB currency injection has to come before taxes and bond offerings. Close study of the operations involved reveals that the CB either advances them, or more commonly, provides them through open market purchases. More broadly, the theoretical insight that MMT draws is that government spending (by the Treasury or spending and lending by the central bank) must come first, i.e. it must come before taxes or bond offerings. Spending is done through monetary creation ex-nihilo in the same way a bank lends (buying financial assets) by crediting bank accounts; taxes and bond offerings lead to monetary destruction (L1 goes down) in the same way that loan repayments destroy bank deposits.

**Simplified Balance Sheet of a Central Bank**

As Modern Money Theory (MMT) demonstrates:

We'll never have to worry about the financial insolvency of Social Security or Medicare.

We have nothing to fear, financially, in eliminating the debt ceiling or in empowering the central bank to directly fund the Treasury.

Citizens, as well as policy makers, may benefit by considering more closely the economic/financial/political advantages of combining the Treasury and central bank into a government sector rather than complaining (wrongly, according to MMT) that their sovereign government borrows from China to place an unconscionable debt burden on their children and grandchildren, runs federal budget deficits that rob from the nation's savings and continues to do very little about fixing an unsustainable trade deficit that kills domestic jobs.

]]>When companies ask for our help in acquiring needed growth capital or in finding a suitable M&A counter-party that may want to explore the possibility of buying their business, they know (or they quickly discover) their financial statements will become important factors in determining how strong a hand]]>https://blog.thusat.com/top-line-vs-bottom-line-improvement/5a84591e83eac10018e2d389Fri, 28 Mar 2014 16:57:38 GMTWhen companies ask for our help in acquiring needed growth capital or in finding a suitable M&A counter-party that may want to explore the possibility of buying their business, they know (or they quickly discover) their financial statements will become important factors in determining how strong a hand they hold from a bargaining/negotiating standpoint.

Private equity groups and strategic buyers often use earnings figures as the initial foundation for considering whether or not a potential investment/acquisition measures up to other comparable opportunities. They employ "earnings multiples" as a standard valuation tool, multiplying earnings times three, four, five or something else -- depending on the particular location, industry or sector -- to arrive at what seems to them a fair-market price in making an opening offer to the seller.

Higher earnings create significantly higher business valuations that can lead to much higher prices offered and received for a business from interested buyers. So, what immediate course of action has the best chance of producing the greatest results for a company that desires to dramatically boost its earnings as fast as possible? The answer may surprise you.

Increase sales or reduce costs?

Would you improve your company's earnings more by:

increasing your normal monthly sales by $100,000 in the next 30 days (taking into consideration the profit margin of your business)

reducing your normal monthly costs by $100,000 in the next 30 days (taking into consideration what this would mean to your "bottom line" results)

If it makes better computational sense for the real-world size of your business, change the above dollar amount to $10,000 or $1 million or whatever value you prefer.

Feel free to share your computed results with us by email. And -- if you'd like us to assist your company in reducing its costs by hundreds of thousands of dollars or more per year on a gainsharing basis, where we accept our compensation as a percentage of the amount saved -- give us a call or leave a voice message at +1 216 264 9610.

]]>Ludwig von Mises (1881-1973) put it very well on page 215 of his masterwork, Human Action.

It is not the task of economic calculation to expand man's information about future conditions. Its task is to adjust his actions as well as possible to his present opinion concerning want-satisfaction in the

It is not the task of economic calculation to expand man's information about future conditions. Its task is to adjust his actions as well as possible to his present opinion concerning want-satisfaction in the future. For this purpose acting man needs a method of computation, and computation requires a common denominator to which all items entered are to be referable. The common denominator of economic calculation is money.

Some friends and I created P.L.A.D.™ Financial Ratio Analysis, a free (ad-supported) app that can automatically calculate and display fifteen financial Key Performance Indicators on handheld devices running iOS 6 and later.

Optimized for the iPhone 5, P.L.A.D.™ can help to greatly clarify understanding of performance improvement fundamentals for two main groups of app users: 1) business owners, executives and managers – plus the accountants, advisors, consultants, board members, bankers and investors who work with them; 2) teachers of business/accounting-related courses, as well as the high school and university-level students they teach.

By inputting 13 specified dollar values into the app – 10 from Balance Sheets and 3 from Income Statements – a user can automatically calculate/view the Financial Ratio Analysis results for three key Profitability measures, three key Liquidity measures, six key Activity measures and three key Debt measures. These performance results include:

Net Profit Margin (Return on Sales)
Return on Assets
Return on Equity
Working Capital
Current Ratio
Quick Ratio
Accounts Receivable Turnover
Assets Turnover per Period
Inventory Turns per Period
Days' Sales in Inventory
Average Accounts Receivable
Average Inventory Held
Financial Leverage
Long-Term Debt to Capital
Debt to Assets Ratio

The app comes pre-loaded with 13 entered dollar values taken from a sample Balance Sheet and Income Statement (both provided within the app) that highlight in green color each line item containing a variable used by the app's ratio analysis formulas. This makes it easier to find the 13 required dollar values on your company's Balance Sheets and Income Statements.

P.L.A.D.™ Financial Ratio Analysis incorporates a set of interconnected performance-analysis variables, which means that a change in one or more of the entered dollar values will likely produce multiple adjustments in the calculated/displayed results across all included measurements of Profitability, Liquidity, Activity and Debt.

The app offers valuable guidance on the importance and potential significance of each ratio analysis result. It also shows the component variables that comprise each formula and indicates whether the “direction for improvement” in a particular result generally means aiming for a higher or lower number. In addition, users will enjoy convenient access to a useful Glossary of all the ratio analysis-related terms, formulas and variables used in the app.

We've also created a $3.99 (non ad-supported) version of the app, called 15-KPI™ Financial Ratio Analysis. 15-KPI™ paid-version users can email inputted dollar values and calculated/displayed results as a CSV file or an HTML file, which enables easy integration of key performance data into customized reports and other desired applications.

]]>He always does this. No, he doesn't.
She always says that. No, she doesn't.
It always repeats itself in exactly the same way. No, it doesn't.

Let x, y, z be the rectangular coordinates of space, and t denote the time. Subjects of our perception are always places and times connected. No one has observed a place except at a particular time, or has observed a time except at a particular place. Yet I still respect the dogma that time and space have independent existences each. I will call a space-point at a time-point, i.e., a system of values x, y, z, t, as a world-point. The manifold of all possible value systems of x, y, z, t, shall be denoted as the world. I boldly could draw four world-axes with a chalk upon a table. Even one axis drawn consists of nothing but quickly vibrating molecules, and besides, takes part in all the journeys of the earth in the universe; and therefore gives us plenty occasions for abstractions. The greater abstraction connected with the number of 4 does not cause the mathematician any trouble. In order not to allow any yawning gap to exist, we shall suppose that at every place and time, something perceptible exists. In order not to say either matter or electricity, we shall simply use the word substance for this something. We direct our attention to the substantial point located at world-point x, y, z, t, and suppose that we are in a position to recognize this substantial point at any other time. Let dt be the time element corresponding to the changes dx, dy, dz of space coordinates of this substantial point. Then we obtain (as a picture, so to speak, of the perennial life-career of the substantial point), a curve in the world, the world-line, whose points can unambiguously be connected to the parameter t from +infinity to -infinity. The whole world appears to be resolved in such world-lines, and I may just anticipate, that according to my opinion the physical laws would find their most perfect expression as mutual relations among these world-lines.

x,y,z,t, -- not x,y,z plus t

Thanks to Minkowski's language of new structure (introduced by him in 1909), we can intelligently order events of our world experiences with respect to four dimensions:

x (Right-Left)
y (Forward-Backward)
z (Up-Down)
t (Before-After)

Everything happens in a unique place, at a unique time. If we neglect to factor this significant consideration into our evaluation of individual occurrences, then we cannot prevent the harm that results from our unfortunate errors of judgement and our delusional views of reality.

]]>My considerable experience as a trusted advisor to top-level executives and their senior management teams has provided me with extensive proof that even the smartest, most well-educated people very often mistake bluntly articulated opinions for statements of actual facts.

]]>https://blog.thusat.com/nothing-rhymes-with-orange/5a84591e83eac10018e2d383Tue, 14 Jan 2014 23:28:44 GMTMy considerable experience as a trusted advisor to top-level executives and their senior management teams has provided me with extensive proof that even the smartest, most well-educated people very often mistake bluntly articulated opinions for statements of actual facts.

**4-Inch Orange Door Hinge**

And it gets worse. Alfred Korzybski taught that the proper functioning of each human nervous system requires its owner to acquire and maintain 'consciousness of abstracting', which effectively prevents confusing or reversing the naturally-occuring neuro-linguistic order of:

submicroscopic organism-as-a-whole scientific events

objects

labels

descriptions

inferences

higher-order abstractions

more higher-order abstractions, etc., etc.

Whenever you operate or proceed without 'consciousness of abstracting' it becomes impossible to accurately perceive/understand important happenings in the real world and to take full advantage of the best-available courses of action for helping you accomplish what you want, avoid what you dread and change what you don't like.

]]>We hope you'll find this blog an interesting addition to contemporary sources that explore the internal and external factors influencing whether or not people succeed in their most critical scenario-planning, decision-making and problem-solving activities. For many years my partner and I have worked closely with Owners, CxOs, VPs, Directors and]]>https://blog.thusat.com/welcome-to-our-blog/5a84591d83eac10018e2d381Fri, 20 Dec 2013 17:00:00 GMTWe hope you'll find this blog an interesting addition to contemporary sources that explore the internal and external factors influencing whether or not people succeed in their most critical scenario-planning, decision-making and problem-solving activities. For many years my partner and I have worked closely with Owners, CxOs, VPs, Directors and Managers who shoulder responsibility for improving performance, increasing profits and maximizing ROI on revenue-enhancement projects and/or cost-reduction initiatives.

What can you expect here?

Today's global intelligence industry includes both individual/group practitioners engaged in one or more aspects of the traditional intel ordering-collection-analysis-dissemination process, as well as a growing number of software-based solutions designed to speedily automate operations formerly performed by mere humans. This blog will give you a look at some of these intelligence-related duties and tools in action, with special emphasis on timely postings intended to offer particular practical value for: